Stakeholder Management

The Three R’s

The Three R’s

Getting the RIGHT INFORMATION

To the RIGHT PEOPLE

At the RIGHT TIME

Project Stakeholder Management

• Identify Stakeholders (Initiating)

• Plan Stakeholder Management (Planning)

• Manage Stakeholder Engagement

(Executing)

• Control Stakeholder Engagement

(Monitoring and Controlling)

What’s the Problem?

0

10

20

30

40

50

60

1 2 3 4 5 6 7 8 9 10 11

Communication Paths

N # Paths

Getting the

RIGHT INFORMATION

to the

RIGHT PEOPLE

at the

RIGHT TIME

Manage Stakeholder Engagement

• Interpersonal Skills◦ Building trust

◦ Resolving conflict

◦ Active listening

◦ Overcoming resistance to change

• Management Skills◦ Facilitate consensus

◦ Influence people

◦ Negotiate agreements

◦ Modify organizational behavior

Appendix X3: Interpersonal Skills

• Building Trust (one paragraph)

• Resolving Conflict (one paragraph)

• Active Listening (no mention)

• Overcoming Resistance to Change

(no mention)

A Guide to the Project Management

Body of Knowledge (PMBOK® Guide) Fifth Edition

• Leadership

• Team building

• Motivation

• Communication

• Influencing

• Decision making

• Political and cultural

awareness

• Negotiation

• Trust building

• Conflict management

• Coaching

PMBOK® Guide

Appendix X3: Interpersonal Skills

• Professionalism

• Teamwork

• Problem solving

• Time management

• Attitude and work

ethic

• Adaptability/

flexibility

• Self-confidence

• Ability to learn

from

• Networking

Some Others

Organizations that communicate more effectively have more successful projects.*

* - According to PMI’s Pulse of the Profession™ In-Depth

Report: The Essential Role of Communications

0%

10%

20%

30%

40%

50%

60%

70%

80%

Met Original Goals On Time Within Budget

Impact of Effective Communications

Highly Effective Communicators

Minimally Effective Communicators

Getting the

RIGHT INFORMATION

to the

RIGHT PEOPLE

at the

RIGHT TIME

Requirements Management

* - According to PMI's Pulse of the Profession™ In-Depth Report:

Requirements Management: A Core Competency for Project

and Program Success

of unsuccessful projects fail to meet

goals due to poor requirements

management*

Requirements Management

What does success look like?

PROJECT

Work

Package

Planning

Account

Work

Package

Work

Package

PHASE

DELIVERABLE DELIVERABLE

Control

AccountDELIVERABLE

Work

Package

Work

Package

Work

Package

Work

Package

DELIVERABLE DELIVERABLE

DELIVERABLE DELIVERABLE

PHASE

Estimating and Contingency

Program Evaluation and Review Technique (PERT)

Estimating W1 W2 W3 W4 W5 Total

Optimistic 30 30 20 60 40 180

Most Likely 54 40 25 90 65 274

Pessimistic 90 75 50 125 95 435

PERT ESTIMATE 56 44 28 91 66 285

Perform a risk analysis of the pessimistic estimates. What would cause it to go to pessimistic?

Probability 50% 40% 70% 20% 40%

Cost 34 31 22 34 29

Contingency 17 12 15 7 12 63

Schedule 285

Contingency 63

PLAN 348

Getting the

RIGHT INFORMATION

to the

RIGHT PEOPLE

at the

RIGHT TIME

Requires Planning & Continuous Management

Identify Stakeholders

• Analyze and document relevant

information:

◦ Interests

◦ Involvement

◦ Interdependencies

◦ Influence

◦Potential impact

Project Manager

Stakeholder

Stakeholder

Stakeholder

Stakeholder

Stakeholder

Stakeholder

Stakeholder

Stakeholder

Stakeholder

Stakeholder

ScrumMaster

Team Members

Product Owner

ExternalStakeholders

Scrum

InternalStakeholders

POC POC

Stake-

holder

Stake-

holder

Stake-

holderProject

ManagerStake-

holder

Stake-

holder

Stake-

holder

Stake-

holder

Stake-

holder

Stake-

holder

Stake-

holder

Stake-

holder

Stake-

holder

Stake-

holder

Stake-

holder

Stakeholder Analysis• Who has authority?

• Decision Makers – Managerial Positions?

◦Power/interest grid

◦Power/influence grid

◦ Influence/impact grid

◦ Salience model

- Power (able to impose their will)

- Urgency (need for immediate attention)

- Legitimacy (involvement is appropriate)

Stakeholder Analysis

Meet Their Needs Key Player

Least Important Show Consideration

Influence/Power of Stakeholders

Interest of Stakeholders

Manage Stakeholder Engagement

Salience Model

Non-Stakeholders

Latent

Dominant

Dependent

Dangerous

Demanding

Discretionary

Stakeholder AnalysisStakeholder Unaware Resistant Neutral Supportive Leading

1

2

3

4

5

6

7

8

9

10

SalienceINFLUENCE

POWER

URGENT

AWARENESS

0.0

5.0

10.0

15.0

20.0

25.0

0

2

4

6

8

10

12

Communication Score

Frequency (#/mo) Salience Awareness Comm Score

Comm Score =[@Salience]*[@Awareness]/10

Frequency =IF([@[Comm Score]]<6,4,20)

Communication PlanStakeholder Salience Method Frequency Approach

1

2

3

4

5

6

7

8

9

10

Communication Plan

StakeholderCommScore

Frequency Method Approach

1 Project Manager 10.0 Daily F2F, EM Adaptable

2 Team 7.2 Daily F2F, EM Direct, Collaborative

3 Product Owner 6.3 Daily F2F, EM Direct, transparent

4Direct Management

4.9 Weekly F2F, EM Summary, Details

5 Vendors and Subs 4.2 Weekly EM, Phone Details, Milestones

6Upper Management

2.0 Monthly Broadcast Summary, High-Level

7 Non-stakeholders 0.3 Monthly Broadcast Broadcast, News

8 Stakeholder Joe 3.6 Weekly EM Provide background, seek advice

9 Stakeholder Jill 5.4 Weekly EM Very direct, very busy

10 Stakeholder Pete 9.0 Daily EM Can help with resources

Bad News Ages Badly!

Update Communication Plan

Communications Planner Tool

Salience Awareness Comm Score

Frequency

(#/mo)

Project Manager 10 10 10.0 20.0

Team 9 9 8.1 20.0

Product Owner 9 7 6.3 20.0

Direct Management 7 7 4.9 4.0

Vendors and Subs 7 6 4.2 4.0

Upper Management 5 4 2.0 4.0

Non-Stakeholders 3 1 0.3 4.0

Stakeholder Joe 6 6 3.6 4.0

Stakeholder Jill 9 6 5.4 4.0

Stakeholder Pete 9 8 7.2 20.0

Stakeholder Comm Score Frequency Method Approach

1 Project Manager 10.0 Daily F2F, EM Adaptable

2 Team 7.2 Daily F2F, EM Direct, Collaborative

3 Product Owner 6.3 Daily F2F, EM Direct, Transparent

4 Direct Management 4.9 Weekly F2F, EM Summary, Details

5 Vendors and Subs 4.2 Weekly EM, Phone Details, Milestones

6 Upper Management 2.0 Monthly Broadcast Summary, High-Level

7 Non-Stakeholders 0.3 Monthly Broadcast Broadcast, News

8 Stakeholder Joe 3.6 Weekly EM Provide Background; Seek Advice

9 Stakeholder Jill 5.4 Weekly EM Very Direct; Very Busy

10 Stakeholder Pete 9.0 Daily EM Can Help with Resources

Triple Constraint• Scope • Cost• Time

Your primary responsibility is to produce the correct balance.

Project Constraints• Scope• Cost• Time• Quality• Resources• Risk

Our responsibility is to produce the correct balance...

…not leave behind a trail of dead bodies!!!

Use This Simple Tool to…

Reduce Stress

Stop Rumors

Impress Clients

Amaze Your Boss!

Getting the

RIGHT INFORMATION

to the

RIGHT PEOPLE

at the

RIGHT TIME

Thank You!

www.leadershiptechniquesllc.com

Lisa Hammer, PMP: (301)667-3915

lisa@leadershiptechniquesllc.com

David B. Newman, PMP: (240)446-6231

dave@leadershiptechniquesllc.com

Leadership Techniques, LLC

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"No one would have

crossed the ocean if he

could have gotten off

the ship in the storm."

- Charles Kettering,

American inventor